#reorganization

Centene apparently found another place to put all those savings from “operational efficiency”: Ambetter Health is now sponsoring Mizzou athletics. All sports, because apparently one team wasn’t enough.

It’s football season, though, so for now we get to watch the Ambetter logo ride around on jerseys every Saturday. The pairing is almost too good. Mizzou has spent years getting mileage out of 2-star and 3-star recruits, and Ambetter has spent years collecting 2-star and 3-star reviews. That’s the kind of synergy somebody in leadership probably put on a slide and called strategic alignment, brand activation, stakeholder engagement, or some other expensive phrase for “we bought a sponsorship.”

Meanwhile, employees are watching VSP dates, layoffs, reorganizations, and wondering who gets whacked next. Apparently the marketing budget remains resilient and well-positioned for long-term growth.

I’ve already said reporters ought to be reporting on what is actually happening at Centene, but nobody seems terribly interested in connecting the layoffs, VSPs, vendors, spending, stock performance, and forecasts that keep heading the wrong direction. So I guess somebody has to.

At least the C-suite should get some nice box seats. They can sit up there late in the season and watch Mizzou get rolled by the big boys, just like the stock and the forecast.

I’m sure there’s a slide somewhere showing positive momentum.

https://www.si.com/college/missouri/football/mizzou-athletics-announces-jersey-patch-sponsorship-with-ambetter-health

Does any one have an idea when the reorganization will come to the refineries? I've heard rumors of October but if they announce the new chart then I don't know if layoffs will happen then or after the first of the year.

In December, CW was exited and the role was eliminated by Hill stating it was to remove layers.

Today, role is reinstated and offered to JE from Walmart and is now considered a vital role and critical to the strategy.

Optically speaking, this is horrible. Leadership never beating the allegations that they are just throwing sh-t at the wall and seeing what sticks.

EH proving he isn’t the guy and must now make moves to set up his backfill.

What are PepsiCo’s plans for the current TSR position if the beverage and snack businesses eventually combine their frontline sales teams?

Management keep shuffling people around, employees and contractors were let go but it looks like once the Y28 administration comes in, the cycle will start again everyone brought back, teams bloated, and the same loop repeating.

Incoming. This will be Act II of the Division dissolution. Now the legacy GTO leaders get their just due. A new product led organization is upon us. Welcome Fraser to that post and adios to the most arrogant set of IT leaders I have ever had to tolerate. You of 15-20 years of incompetence built this mess and now you try to claim the NewCo idea as yours. Make no mistake, it was and is not. Remainco begins on September 8th. Watch the fireworks begin next week. Here we go!

So help me understand, they got rid of bpSolutions and instead have instead made a big central organisation under Upstream HSE & Ops. One VP pre reorg to 6VPs post re-org. Surely the cottage industry has just shifted to satisfy some power hungry and egoistical characters. What is the point and what a disaster!

Does anyone actually know what is going on? The total lack of communication or transparency makes it seem ominous.

FIS is going through another realignment, and based on the company’s recent financial guidance and continued focus on reducing costs, It is estimate there’s about a 65–75% chance that another round of layoffs will follow.That doesn’t necessarily mean a massive company-wide layoff. It’s more likely to be targeted at areas affected by reorganizations, product consolidation, automation, and cost reductions. For employees, the biggest question is whether your role or product is being consolidated, automated, moved, or eliminated. If your expertise is critical to keeping an important product or process operating, that can actually make your position more valuable during a restructuring.

Anyone hearning anything about reporting requirement ratio's? I am hearing a mandatory 6-1 to eliminate middle management.

Compared to this same time last year, everything is trending in the wrong direction:

• Customer Success output is way down — fewer courses built, slower turnaround, more backlog.
• IA/EA adoptions are noticeably lower across multiple disciplines.
• Salesforce closed business is so far behind that leadership is blaming “CRM hygiene” instead of acknowledging the real problem.
• Faculty frustration is rising — some are openly threatening to switch materials.
• Customer Success and reps are already exhausted, and it’s not even September.

We’re running back‑to‑school with a skeleton crew and a roll of duct tape. Org chart vacancies everywhere. New hires who don’t understand their roles or the workflows they’re supposed to support. Experienced colleagues continuing to exit, and many who remain are actively looking for new careers.

And here’s the part leadership won’t say out loud:

This is NOT what Apollo wanted heading into an IPO.
Apollo expected a clean, stable, predictable back‑to‑school season — something they could point to when selling the story to Wall Street. Instead, they’re getting:

collapsing workflows
missed in‑stock dates
angry faculty
exhausted teams
shrinking adoption pipelines
declining IA/EA momentum
internal confusion about roles, ownership, and accountability

This is the opposite of “IPO‑ready.”

And it all ties back to the May 1st reorg.
The May 1st reorg removed the last wave of people who actually understood Higher Ed The people who stabilized operations, built courses correctly, managed timelines, and kept faculty relationships intact.

In their place, leadership installed a structure full of:

• inexperienced managers
• unclear roles
• pods stretched across institutions
• Customer Success teams drowning in work
• reps covering territories that make no sense
• workflows patched together with duct tape

The May 1st reorg wasn’t a “reset.”
It was a detonation, and we’re living in the blast radius.

Apollo wanted a clean runway to an IPO. Instead, they got a back‑to‑school season that looks like a controlled crash.

Employees can see it.
Faculty can feel it.
Customers are talking about it.
And the numbers reflect it.

This isn’t “a tough year.”
It’s a disaster, one created by leadership decisions that gutted the last of the real industry talent right before the busiest stretch of the year.

If Apollo thought the May 1st reorg would make Cengage look stronger heading into an IPO, they’re now seeing the truth:

You can’t cut your way to stability.
You can’t reorganize your way to expertise.
And you can’t IPO your way out of operational collapse.

Specialized industry groups-waste of
Money w AI

Pros
Fewer annual reorgs
More 3%+ merit (no 1-2%)

Cons
You'd have a handful of folks "advocating" for you that would have to be elected every 2-3 years
You'd give up 1% of your base annual salary

Thumbs up if you like it. Thumbs down if you don't

20% cuts in product and tech, will the admin functions get a worse round? Typical industry layoffs cut admin workers twice as much as ops. Are we looking at a major reorg for everyone outside sales/prod/tech in Q1 FY27?

FedEx will lay off 89 employees at its Alliance Ship Center location in Fort Worth. This reduction is part of a broader reorganization initiative that began in 2022. The goal of this initiative is to improve the company's efficiency and profitability. Affected employees have options including transfers, severance packages, or leaves of absence. This follows a previous layoff of 305 employees at a different Fort Worth site in May.

Fort Worth, Texas

https://communityimpact.com/keller-roanoke-northeast-fort-worth/business/fedex-to-lay-off-89-at-alliance-location-in-fort-worth/

I was hoping someone reading this post could give us an update on the upcoming reorganization. Specifically the timeline, departments impacted, and how deep it will cut.

Get ready for more passive aggressive job cuts followed by deepest apologies.

14 ways to fire people without technically firing people:

1. Hiring Freeze:
   Don’t replace anyone who quits. In 18 months, congratulations: you’ve “reduced headcount through natural attrition.” Nature is beautiful.

2. Performance Improvement Plan:
   Employee: “I’ve worked here 11 years.”
   Manager: “And yet somehow your performance became unacceptable precisely when Finance needed savings.”

3. Reorganization:
   Delete 500 jobs. Move the remaining 300 into 17 boxes on a PowerPoint slide. Call it “Organizational Transformation.”

4. Consolidation:
   “We’re combining two teams to create efficiencies.”
   Translation: 30 people enter. 17 people leave. The spreadsheet applauds.

5. Relocation:
   “Your job is absolutely safe.”
   “Where?”
   “Dallas.”
   “I live in Boston.”
   “We respect your decision.”

6. Cut Hours:
   “Good news! You still have your job.”
   “Great!”
   “It’s just 30 hours now.”
   “I have a mortgage.”
   “Have you considered synergy?”

7. Cut Bonuses:
   Base salary: unchanged.
   Bonus: mysteriously evaporated.
   Employee: suddenly very interested in recruiters.

8. Freeze Raises & Promotions:
   “There’s no room for advancement at the moment.”
   Translation: Please advance yourself directly onto LinkedIn Jobs.

9. Remove Benefits & Perks:
   Remote work gone. Flexibility gone. Free lunch gone.
   CEO: “We’re getting back to our culture.”
   Employees: “What culture?”
   CEO: “Exactly.”

10. Voluntary Separation:
    “Nobody is being forced to leave.”
    “What are you offering?”
    “Eight months’ salary.”
    “I have suddenly discovered that I am extremely voluntary.”

11. Workload Attrition:
    Three people quit.
    Company replaces nobody.
    Remaining employees get all three jobs.
    Six months later: five more people quit.
    CEO: “We have an attrition problem.”

12. Outsourcing:
    “Your position has been eliminated.”
    Two weeks later:
    “Welcome to our exciting new strategic partnership with GlobalCheapCo.”

13. AI & Automation:
    “AI isn’t replacing employees.”
    Correct.
    It’s just replacing the tasks, which eliminates the need to replace employees, which eliminates the employees.
    But technically? Nobody said ‘replace.’

14. Role Redesign:
    Eliminate 100 jobs.
    Create 63 jobs with different titles.
    Require everyone to reapply.
    CEO: “This isn’t a layoff.”
    HR: “This is an opportunity to showcase your resilience.”

And then comes the earnings call:

• CEO: “We successfully optimized our workforce through disciplined voluntary attrition.”

• HR: “Nobody was fired.”

• Employees: “You made the job impossible.”

• CFO: “And our margins improved 4.2%.”

• Everyone: “Amazing. Do it again next quarter.”

Corporate layoffs have evolved.

Why fire someone when you can simply make their job economically, geographically, psychologically, or mathematically impossible?

No layoffs. Just choices.

Heard about upcoming org changes in D&D, not sure when and what it’s going to look like.

The Truth Behind the Cengage Reorg: What Employees Need to Understand Now
After the May 1st reorganization, many people inside Cengage are still trying to make sense of what’s happening — and why it feels so chaotic. The confusion isn’t accidental. It’s structural. And it’s tied directly to Cengage’s upcoming IPO and Apollo’s exit strategy.

Let’s break down what’s really going on.

1. The Reorg Isn’t About Innovation — It’s About Optics
   Externally, Cengage is presenting a clean, simplified business structure:

Higher Education
Work
School
English Language Learning

Internally, that means collapsing or gutting legacy divisions like Milady, NGL, and Gale.
The “pod” model — three reps, one Strategic Account Director, 8–12 institutions — isn’t a breakthrough. It’s a cost-cutting measure dressed up as strategy.

The goal is simple:
Make the company look streamlined and scalable to investors.

1. Apollo Needs Predictable Revenue Before the IPO
   Cengage’s private equity owners aren’t trying to build a long-term sales organization. They’re trying to stabilize revenue long enough to take the company public.

That’s why CUI contracts suddenly matter more than anything else.

CUI = predictable, multi-year, institution-wide digital access agreements.

These contracts:
lock in revenue
reduce churn
make the company look stable
help justify IPO valuation

Whether the sales team is overwhelmed or the customer experience suffers is secondary. The priority is recurring revenue, not growth.

1. The Pod Model Creates More Managers, Not More Support
   Each rep now answers to:

their discipline-specific manager
their Strategic Account Director
and indirectly, the institutional strategy team
This isn’t efficiency — it’s bureaucracy.

It’s also a way to justify higher-paid leadership roles while reducing the number of reps actually doing the work.

1. Customer Support Is Collapsing — And It’s Not a Mistake
   When divisions are gutted and expertise is lost, customers feel it immediately.

Support is slow.
Issues go unresolved.
Reps rely on Slack channels staffed by a handful of legacy employees.

This isn’t mismanagement — it’s a side effect of cost-cutting.

1. The Company Is Being Prepared for Sale, Not Success
   Look at the external financial reporting:

IPO planned for 2026
heavy cost reductions
restructuring into fewer business units
aggressive digital pivot
consolidation of product lines
pressure to show stable EBITDA

These are classic signs of a private equity exit.

Apollo wants out.
The IPO is the exit.
Everything happening internally is designed to support that outcome.

1. Employees Aren’t Crazy — The System Is
   If you feel:

confused
overwhelmed
unsupported
unsure where divisions went
unclear who owns what
buried under Salesforce tasks
pressured to travel constantly

…it’s because the system wasn’t designed for you. It was designed for investors.

1. What Employees Should Expect Next
   Based on external reporting and internal patterns:

More consolidation
More pressure on CUI
More travel
More Salesforce tracking
More leadership layers
More cost-cutting
More “innovation” that’s really restructuring
More confusion

And eventually:

A public offering
A leadership shakeup
A new round of “strategic realignment”

This is the cycle.

Final Thought
Cengage isn’t dying — but it is being reshaped for Wall Street, not for employees or customers. Once you understand that, the chaos makes sense.

The pod model, the travel requirements, the collapsing divisions, the lack of support — none of it is accidental. It’s all part of the IPO playbook.

And employees deserve to know the truth.

What is it with our executives obsession with constant reorganization? How is it leadership when the reorg changes never last?

FedEx is laying off 173 workers across Southern California due to a multi-year network transformation. This reorganization aims to combine air and ground operations into a single logistics system. Several shipping facilities in Palm Springs, Victorville, and San Diego will permanently close. These layoffs are part of a larger initiative to achieve significant annual savings. The company is providing support to affected employees through job placement and relocation assistance.

San Bernardino, California

https://www.ocregister.com/2026/08/11/fedex-laying-off-173-workers-at-facilities-across-southern-california/

The Nova Scotia government is consolidating employment support services for income assistance recipients. This change will move approximately 1,100 individuals to the Nova Scotia Works network. An existing income assistance-specific employment service will be phased out as part of this modernization effort. The government stated the goal is to streamline access and reduce service duplication. This transition will result in the layoff of up to 85 provincial positions.

Halifax, Nova Scotia

https://www.ctvnews.ca/atlantic/nova-scotia/article/ns-shifts-employment-support-for-income-assistance-recipients-resulting-in-layoffs/

Verizon is selling 274 company-owned stores to franchise operators. This move will impact approximately 3,000 employees, including store staff and corporate positions. The company is eliminating about 500 corporate roles as part of this reorganization. While store employees may be hired by new operators, there is no guarantee of employment. This follows previous job cuts and a significant layoff announced last year.

https://www.cronista.com/en/today/mass-layoffs-are-coming-leading-phone-company-announces-plans-to-sell-274-stores-affecting-3000-workers-this-week/

Has anyone heard anything about all Latin America Division now being managed out of Canon Mexico under Andy Ikeda? They made him President of Mexico, Chile and Panama. And one director said that LAD has less than 1 year left.

After some reorg and layoff rounds, we have changed many managers into technical lead role at DPD even though they know nothing on technical. Is that why VSO/Optimus/X400/Santorini/Hydra fail? Are we having layoff again in September or October?

Our VP on infrastructure in BTS was let go yesterday. We have an all hands call this afternoon, I'm assuming to learn about a reorg.

Welcome to Nike Innovation, where we fearlessly reimagine everything except leadership, accountability, and how people are treated.

Here, “innovation” means arranging the same executives into exciting new organizational charts and announcing the results in a presentation titled The Future of Innovation.

The process is revolutionary:

Talented people generate the ideas.
Talented people do the work.
Management adds “strategic guidance.”
Leadership presents the outcome.
The people who created it are reorganized, deprioritized, or shown the door.

That’s the famous Nike carrot-and-stick model.

The carrot: You get to tell people you work at Nike Innovation—the magical place where the future of sport is supposedly invented.

The stick: You eventually realize the most carefully engineered product is management’s protection of management.

Failure is pushed downward.
Credit is pulled upward.
Accountability disappears somewhere in the middle.

But don’t worry: after treating the people doing the work as disposable, leadership will schedule an all-hands meeting about courage, belonging, vulnerability, and putting athletes at the center.

Because nothing says “innovation culture” like frightened employees listening to protected executives explain the importance of taking risks.

Nike Innovation doesn’t have a shortage of brilliant people or powerful ideas. It has a system that consumes both while congratulating itself for being visionary.

The employees innovate.
Management appropriates.
The PowerPoint celebrates.

And when the people responsible for the work are finally exhausted or eliminated, leadership can proudly announce another transformation.

Nike Innovation: If we rename the dysfunction often enough, eventually someone might mistake it for progress.

What’s happened to growing Shell’s core businesses and building for a successful future? The only new announcements that seem to be issued by mgmt concern another deck shuffle or staff cut. Or is this the only criteria on which they’re evaluated?

Enrique said they are on track to remove three organizational layers to increase spans of control this year in the Q&A email. What does this mean?

Needs to be a class action suit 🤣

https://nypost.com/2026/08/06/business/white-marine-veteran-60-sues-shell-for-firing-during-alleged-dei-fueled-reorganization/

https://deadline.com/2026/08/disney-consumer-products-moves-studios-1237018017/

People are being cherry-picked from existing teams to form new teams. The decisions are made from the top levels and managers typically don't know what's going to happen. Get ready for another round since IBM bolsters their earnings on cost reduction.

Here are my top 8 predictions for the remainder of FY27

1. GC lumped with Korea, SE&I, and Japan. Will help improve GC earnings + makes sense from consumer preference stand point. I’d anticipate some GC roles to go as they’d be duplicative of existing APLA roles
2. Rest of APLA lumped with EMEA. Will help improve EMEA earnings. Same points as above. Will probably eliminate roles in EMEA and have them elsewhere. Makes it easier for long term roles adjustments if roles are outside of Europe. Reduce Europe logistics footprint
3. Innovation cut heavily due to AI (graphic Tees, etc)
4. Planning roles outsourced to India. This is no longer a tech prophecy, it’s not entering the biz
5. Palantir/SwooshIQ engagement increases. Reducing analytics enterprise wide
6. SCPO analytics dissolved (pushed into Biz functions)
7. Increased hiring in NA from reduced roles in NA DCs.
8. September HC reductions from supporting functions

yes some people are being moved to the okc tower, but where will Devon be in 5 years? Constant re-orgs and layoffs have left Oklahoma hollowed out as a destination for oil and gas workers

I guess we get to find out how many more jobs are going away and how they'll expect the remaining employees to do more with less under the guise of being more "agile". Not even 3 months ago it was "we can't cut and cope our way to profitability..." When will the constant re-orgs end and sHell return to its glory days again when job security wasn't the biggest concern for everyone? #ThatsAGoodQuestion

Jersey City council members questioned health department directors regarding provisional layoffs and cuts to senior trip programming during a budget hearing. Business Administrator Ruby Choi stated these were difficult decisions made after extensive discussions about operational impacts. Council members expressed concern over specific layoffs, including a bus driver, and the rationale behind hiring an in-house specialist. The department head also detailed reduced clinic hours and the impact of losing a health educator in a vulnerable ward. Discussions also covered grant funding, departmental reorganization, and discrepancies in reported budget cuts.

Jersey City, NJ

http://hudsoncountyview.com/jersey-city-council-questions-health-department-over-layoffs-and-senior-trip-cuts/

Nothing has confirmed staff layoffs as part of a company reorganization, though it disputes the scale of reported job losses. The company stated it is consolidating operations into regional hubs and launching a new AI-focused business unit. A cofounder highlighted strong initial sales for the Phone 4B, calling market exit rumors "fake news." These changes come as rising component costs impact the mid-range phone market. Nothing aims to improve efficiency and prepare for future growth.

London, England

https://www.theverge.com/tech/970848/nothing-layoffs-rumors-phone-4b

Does anyone have any insight on how they have handled previous reorgs? Do they assign you to a new role? Are you given options? Do you have to reapply? Is it simply this is your new position starting this date or you can leave?

Dan talked about eliminating bureaucracy and said communication below Band 5 isn’t flowing effectively.

The reality is that nothing will change unless the organization is truly flattened. My organization just went through a massive reorg, and I still have two layers of Band 6 management above me—even though I’m also a Band 6 employee.

If leadership is serious about reducing bureaucracy, the conversation can’t stop at messaging. It has to include eliminating the excessive layers between individual contributors and the executive team.

Also I want to know what AD will do differently than D and Sr. Director.